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Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results.

Describes the efforts of a vice president of purchasing to coordinate and centralize purchasing procedures in a multinational company. He encounters a lack of active cooperation. A rewritten version of an earlier case by G. Lombard.

Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Division.

As coach, general manager, and now president of the Boston Celtics, Auerbach has followed his own management philosophy based on loyalty, pride, teamwork, and discipline. The lessons he discusses in this interview are applicable to managers everywhere. The manager of a sports franchise encounters the same problems as any manager running an organization. Unions, uncooperative owners, and the difficulties of keeping players disciplined and motivated all play a part in Red Auerbach's job.

Discusses the fostering of entrepreneurship and innovation in the large corporation. It traces the development and history of Scandinavian Airlines System (SAS) from 1946 to the present with particular emphasis on the leadership of Jan Carlzon, CEO from 1981 to the present. He transformed the company's culture from a technical to a marketing force through personal leadership, internal corporate communications training, human resource policies and procedures, and other organizational tools.

When workers withdraw commitment to their jobs or allow resentments toward bosses, subordinates, and others to grow and fester, it isn't because bosses are power hungry or subordinates naturally rebellious. Conflict and misunderstanding usually arise because of power differences. Many managers can't see how their behavior toward subordinates and superiors alike is distorted by hierarchical differences. Because they are masters and servants of power, one might expect that they could transfer their experience from one role to the other. In reality, few managers link their experience as superiors and subordinates or change their behavior in response.

In small companies with more than one owner, it's inevitable that partners will occasionally differ on how to run the business. Where a climate of mutual respect characterizes the relationship, such disagreements are quickly and easily resolved. But what happens when partners find themselves in deep disagreement? Small business owners can take measures to prevent disputes from becoming crises.

Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant in the branch. Leary has some concerns about her working relationship with Chung and with his performance. Chung makes what Leary perceives to be an unreasonable request for a private office. Leary must respond to this request, taking into account the implications of her decision for her ambitions for the branch office and her career.

Supplements the (A) case.

Supplements the (A) case.

Many top executives pride themselves on their skill in avoiding and managing conflict. However, when managers neither speak candidly nor put important facts on the table, candor is lost, communication suffers and so does the company. Skilled incompetence is a condition in which people excell at doing what they shouldn't because it seems right. These managers are "skilled" because they act without thinking. They are "incompetent" because their skill produces unintended results. A special application of the case method can be the first step to recognizing and correcting what's wrong.

Describes the efforts of the Timken Co., a major international producer of bearings and steel, to develop an effective employee communication program. The case examines the intense international competitive atmosphere, the recent record of job losses in related industries, Timken's extensive reorganization efforts, and the company's labor relations history insofar as these bear on the effort to formulate internal communications policy. Encourages students to analyze the essential elements of a communications decision: scope, structure, audience, goals, message, and media.

Presents a new divisional vice president's entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization's family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder.

Describes the new divisional vice president's decisions and strategies in his first full year of management there. His influence style and tactics are demonstrated.

Presents the results and impact of the new vice president's strategies in his first full year. Concludes with his reflections on the challenge he undertook.

Spreadsheet supplement for case 486-090.

Appointed general manager in 1980 of Westinghouse's newly created Synthetic Fuels Division (SFD), William Peace devoted most of his time to strategy at the expense of employee morale. Many employees did not support the division's new mission. Not until some of them vandalized cars belonging to two managers did Peace realize how abysmal morale really was. Several lessons emerged from the experience: managers must be alert for employee perceptions that don't match their own; frequent and open communication is essential to organizational effectiveness; and, finally, managers can build trust in organizations by disclosing their true feelings and taking risks on behalf of their employees. McKinsey Award Winner.

Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating in her threatened resignation. May be used with Debi Coleman and Apple Computer, Inc.

May be used with Donna Dubinsky and Apple Computer, Inc. (A), (C), (D), & (E) and Debi Coleman and Apple Computer, Inc.

Dubinsky and her boss' boss reflect on what was learned through this difficult chapter in Apple's history. May be used with Donna Dubinsky and Apple Computer, Inc. (A), (B), (D) and (E).